Post-leadership leadership mastering the new liquidity

Clegg, S; Cunha, MP

Post-leadership leadership mastering the new liquidity

Clegg, S

Cunha, MP

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Publication Type:: Chapter
Citation:: After Leadership, 2018, pp. 175 - 194
Issue Date:: 2018-01-01

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Field	Value	Language
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Cunha, MP	en_US
dc.date.available	2020-05-25T19:12:43Z
dc.date.issued	2018-01-01	en_US
dc.identifier.citation	After Leadership, 2018, pp. 175 - 194	en_US
dc.identifier.isbn	9781138087811	en_US
dc.identifier.uri	http://hdl.handle.net/10453/133810
dc.description.abstract	© 2019 Taylor & Francis. This chapter discusses liquid selves, liquid organisations and liquid aesthetics as three facets of a post-canonical theory of leadership relations. Leadership changes in liquid spaces, becoming a form of post-leadership leadership. Bauman distinguishes between solid and liquid modernity. Solid modernity represents the world of conventional organisation and management theory. Liquid selves are valorised as free selves: free to choose, free to take responsible action for their self, free to construct their own biographies and projections of self. These are all self-centred, even as they project synoptically to others. More established liquid organisations will prefer a signature architect, preferably a starchitect. Hancock suggests that liquid organisations will seek to structure fun, novelty and excitement into the experience of being at work. The work itself becomes liquid-it spills over into downtime, occupies the wakeful creative moments of the organisational members and travels with them as they use their portable digital devices.	en_US
dc.relation.ispartof	After Leadership	en_US
dc.relation.isbasedon	10.4324/9781315110196	en_US
dc.title	Post-leadership leadership mastering the new liquidity	en_US
dc.type	Chapter
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.publication-status	Published	en_US

Abstract:

© 2019 Taylor & Francis. This chapter discusses liquid selves, liquid organisations and liquid aesthetics as three facets of a post-canonical theory of leadership relations. Leadership changes in liquid spaces, becoming a form of post-leadership leadership. Bauman distinguishes between solid and liquid modernity. Solid modernity represents the world of conventional organisation and management theory. Liquid selves are valorised as free selves: free to choose, free to take responsible action for their self, free to construct their own biographies and projections of self. These are all self-centred, even as they project synoptically to others. More established liquid organisations will prefer a signature architect, preferably a starchitect. Hancock suggests that liquid organisations will seek to structure fun, novelty and excitement into the experience of being at work. The work itself becomes liquid-it spills over into downtime, occupies the wakeful creative moments of the organisational members and travels with them as they use their portable digital devices.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/133810